@article {1403,
	title = {Demystifiying the Meaning of Transnational Entrepreneurship: Indian transnational entrepreneurs in comparative perspective},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {11/2020},
	pages = {47-59},
	publisher = {Talent First Network},
	chapter = {47},
	address = {Ottawa},
	abstract = {Migration of people from one geographical location to another, within or outside a country, has a major role to play in the socio-economic development across the globe. "Migrants" and "immigrants" that showcase entrepreneurial traits and are valued in both home and host countries. Transnational entrepreneurs are often studied in various cross-national entrepreneurial research streams, like international entrepreneurship, immigrant entrepreneurship, thus causing ambiguity in the existing definitions. This paper contributes a specific definition of "transnational entrepreneurship", based on secondary research, which takes into account different mobility types. It emphasizes the importance of this construct for developing transnational entrepreneurial typologies. The authors propose a "framework of transnational entrepreneurship" in the paper.},
	keywords = {diaspora, entrepreneurship, immigrant, migration, transnational},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1403},
	url = {timreview.ca/article/1403},
	author = {Supriya Singh and Punit Saurabh and Nityesh Bhatt}
}
@article {1363,
	title = {Editorial: Insights (June 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {06/2020},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Bitcoin, blockchain, crowdfunding, crypto assets, cryptocurrencies, developing countries., distributed ledger technology, Employeedriven innovation, entrepreneurial finance, entrepreneurship, Ethereum, Financial industry, FinTech, ICOs, IEO, innovation, intellectual property rights, internationalization, IT industry, job autonomy, mining industry, moral hazard, need for autonomy, new company, Porter{\textquoteright}s Five Forces framework, regulation, scaling company value, scaling-up, self-leadership, signaling, SME, STO, sustainability, technological environment, technology, technology readiness, token offering, token sales, tokenization, value proposition, value proposition alignment, venture capital},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1363},
	url = {timreview.ca/article/1363},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1404,
	title = {Editorial: Insights (November 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {11/2020},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {AI innovation and maturity, and diaspora entrepreneurs., artificial intelligence, confidential information, criminal law, digitally enhanced teamwork, economic espionage, entrepreneurship, health technology, immigrants, Innovation management, living labs, migration, Multidisciplinarity, situated practice, small and medium-sized enterprises, stakeholder participation, sustainability, trade secrets, transnationals},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1404},
	url = {timreview.ca/article/1404},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1364,
	title = {A Two-Staged Approach to Technology Entrepreneurship: Differential Effects of Intellectual Property Rights},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {06/2020},
	pages = {5-13},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {In this article we examine how the strength of the intellectual property rights (IPR) regime drives technology entrepreneurship innovation (TEI) that comprise novel unfamiliar technological products and new business models, which in turn lead to new product-market combinations. We consider TEI to be a two-stage process that involves access and use of new technologies and technological resources by entrepreneurs. While stronger IPR may constrain easy availability of new technologies and technological resources for entrepreneurs, use of these leads to TEI. We suggest that stronger IPR regimes could lead to TEI and its positive effect is felt through easy accessibility of the latest technologies and technology resources by entrepreneurs. Our model contributes to the understanding of the effect of strong IPR regimes on the different stages of the innovation process.},
	keywords = {entrepreneurship, innovation, intellectual property rights, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1364},
	url = {timreview.ca/article/1364},
	author = {Saurav Pathak and Etayankara Muralidharan}
}
@article {1250,
	title = {Editorial: Insights (July 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {07/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {accelerators, adoption, Africa, architecture, business ecosystems, business models, design, digital payments, entrepreneurship, incubators, Innovation management, ISPIM, knowledge management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1250},
	url = {https://timreview.ca/article/1250},
	author = {Chris McPhee}
}
@article {1278,
	title = {Editorial: Insights (November 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {artificial intelligence, competitive advantage, cybersecurity, deep learning, Deepfake, design rules, digitalization, entrepreneurial ecosystems, entrepreneurial university, entrepreneurship, entrepreneurship education, fake news, innovation, international entrepreneurship, leadership, Learning Capabilities, marketing, motivation, new venture teams, quadruple helix, sanctions, SMEs, teamwork, triple helix, university business incubation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1278},
	url = {timreview.ca/article/1278},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1207,
	title = {Editorial: Technology Commercialization and Entrepreneurship (January 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {3-8},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, digitalization, e-leadership, entrepreneurship, framework, innovation, internationalization, legitimacy, management, SMEs, startups, technology, technology intensity, ventures},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1207},
	url = {https://timreview.ca/article/1207},
	author = {Chris McPhee and Ferran Giones and Dev K. Dutta}
}
@article {1247,
	title = {The Strategies of Technology Startups Within and Between Business Ecosystems},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {06/2019},
	pages = {25-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology startups build strategies in order to survive within the framework of business ecosystems. However, the knowledge required to make such strategies effective is scarce. This article poses the question: {\textquotedblleft}How do small technology startups strategize within and between business ecosystems?{\textquotedblright} Based on an explorative qualitative study, this article defines and presents a dynamic strategic framework of three strategies employed by technology startups. Some startups choose to act within one defined business ecosystem, most startups use a multi-ecosystem strategy to act between and draw benefits from many business ecosystems, and the rest act as ecosystem creators that challenge the logics of existing ecosystems.},
	keywords = {boundaries, business ecosystems, entrepreneurship, startups, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1247},
	url = {https://timreview.ca/article/1247},
	author = {Taina Tukiainen and Thommie Burstr{\"o}m and Martin Lindell}
}
@article {1279,
	title = {Working with Startups? These are the Three Things You Ought to Know about Startup Teams},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {5-14},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {While much has been written about how startups work to develop their product, this paper focuses instead on how to manage the startup team. Based on a systematic review of current research, I present actionable insights about startup team characteristics; who they are, how they work, and how they stay together. I explain how these characteristics imply both opportunities and threats for the viability of the team and discuss how startup teams can be managed to increase the likelihood of their survival and growth. Given that the majority of startup failures are attributed to the team, not to the product, these insights are valuable both to aspiring entrepreneurs and to their external stakeholders.},
	keywords = {entrepreneurship, new venture teams, teamwork},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1279},
	url = {timreview.ca/article/1279},
	author = {Anna Brattstr{\"o}m}
}
@article {1128,
	title = {Editorial: Innovation and Entrepreneurship in India (January 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {01/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {emerging markets, entrepreneurship, India, innovation, rural, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1128},
	url = {http://timreview.ca/article/1128},
	author = {Chris McPhee and Punit Saurabh}
}
@article {1160,
	title = {Editorial: Insights (June 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {06/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, additive manufacturing, Amazon, boundary spanning, business models, civic innovation, culture, entrepreneurship, innovation integrators, knowledge transfer, living labs, sociotechnical systems, startup, university{\textendash}industry collaboration},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1160},
	url = {http://timreview.ca/article/1160},
	author = {Chris McPhee}
}
@article {1154,
	title = {Editorial: Insights (May 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {05/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business models, co-creation, drop out, entrepreneurship, facilitation, innovation, internationalization, lean global startups, living labs, services, servitization, stakeholders, users, value propositions, value-in-use},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1154},
	url = {http://timreview.ca/article/1154},
	author = {Chris McPhee}
}
@article {1132,
	title = {Q\&A. What Barriers Do Women Face in Becoming High-Tech Entrepreneurs in Rural India?},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {01/2018},
	pages = {33-36},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {barriers, challenges, entrepreneurship, India, rural, technology, women},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1132},
	url = {http://timreview.ca/article/1132},
	author = {Rituparna Basu and Sarada Chatterjee}
}
@article {1131,
	title = {Technology Entrepreneurship in Emerging Markets: An Exploration of Entrepreneurial Models Prevalent in India},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {01/2018},
	pages = {24-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Are the features and processes of entrepreneurship {\textendash} such as wealth creation, risk taking, vision, identification of a niche market, launching new products, and so on {\textendash} common across the world? Many would assume they would be. However, firms that are entrepreneurial in nature and belong to emerging markets may or may not follow the established models of developed economies. In this study, we sought to explore various types of entrepreneurial models that are prevalent in an emerging market. For this purpose, we collected primary and secondary data to identify characteristics of technology-based entrepreneurial firms in India. Based on the two dimensions of degree of demand/supply and expected loss/risk, we identify four models of entrepreneurship {\textendash} incremental, proactive, radical, and reactive {\textendash} and illustrate each model with examples from Indian companies. },
	keywords = {emerging markets, entrepreneurship, India, models, technology, typology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1131},
	url = {http://timreview.ca/article/1131},
	author = {Shiv S Tripathi and Mita Brahma}
}
@article {1184,
	title = {Transnational Entrepreneurship: Distinctive Features and a New Definition},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {09/2018},
	pages = {28-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Definitions of transnational entrepreneurship are too general making it difficult to understand what distinguishes transnational entrepreneurship from other forms of entrepreneurship. In addition, these definitions identify the {\textquotedblleft}immigrant{\textquotedblright}, {\textquotedblleft}ethnic{\textquotedblright}, or {\textquotedblleft}migrant{\textquotedblright} entrepreneur as the focal actor rather than the company. This makes it difficult to align transnational entrepreneurship with the theory of the firm and provide practical insights to practitioners. This article examines 11 definitions of transnational entrepreneurship, discovers the groups of words that best represent the information in a corpus comprised of 44 journal articles, identifies the key features that distinguish transnational entrepreneurship from other forms of entrepreneurship, and advances a new definition of transnational entrepreneurship. The results indicate that transnational entrepreneurship has two key distinctive features: cross-border investment logic and institutional distance {\textendash} the difference in institutional context between countries. Accordingly, transnational entrepreneurship may be usefully defined as {\textquotedblleft}a cross-border investment to acquire, combine, and recombine specialized individuals and heterogeneous assets to create and capture value for the company under conditions of institutional distance and uncertainty{\textquotedblright}. This proposed definition builds on the features that make transnational entrepreneurship distinctive, is consistent with the theory of the firm, and carries implications for how to grow companies at an early stage.},
	keywords = {cross-border, definition, entrepreneurship, features, topic modelling, transnational},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1184},
	url = {https://timreview.ca/article/1184},
	author = {Eduardo Bailetti}
}
@article {1130,
	title = {Understanding the Role of Rural Entrepreneurs in Telecentre Sustainability: A Comparative Study of the Akshaya and eSeva Projects in India},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {01/2018},
	pages = {16-23},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In rural areas of India, telecentres provide access to computers and other digital technologies and have been utilized as a delivery channel for various government services. Following a public{\textendash}private partnership (PPP) model, there is a general belief among policy makers that the revenue from government-to-consumer (G2C) services would be sufficient to cover the village-level entrepreneurs{\textquoteright} cash flow requirements and therefore provide financial sustainability. Also, the literature suggests that telecentres have a large enough market for public-access businesses to be commercially viable. In India, around 100,000 telecentres are being set up to serve 600,000 villages {\textendash} one telecentre for every six villages {\textendash} to provide one-window access to government services. In the literature, a lack of government services is often quoted as a reason for telecentre failure. This study, using an exploratory approach, aims to understand the parameters that relate to the sustainability of telecentres across a number of common, government-related services. It is observed that some telecentres perform better than the others even though they have the same number of government-related services. Reasons for such differences are explored and the learnings from this research will benefit the stakeholders who are engaged in providing telecentre-based services in other developing countries. In addition, a theoretical framework is suggested to understand the dynamics between different types of sustainability parameters such as financial, social, staff, technology, and institutional. The findings of this research have policy implications in terms of the way services are designed and delivered through telecentres in developing countries such as India. },
	keywords = {developing countries, entrepreneurship, India, services, sustainability, telecentres},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1130},
	url = {http://timreview.ca/article/1130},
	author = {Gaurav Mishra and Balakrishnan Unny R}
}
@article {1090,
	title = {Comparing the Entrepreneurial Ecosystems for Technology Startups in Bangalore and Hyderabad, India},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {47-62},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology startups are gaining increasing attention from policy makers the world over because they are seen as a means of encouraging innovations, spurring the development of new products and services, and generating employment. Technology startups tend to thrive when inserted in a conducive entrepreneurial ecosystem. Therefore, ecosystem promotion is being given increasing policy support. However, the emergence and structure of entrepreneurial ecosystems for technology startups have hardly been traced and examined in detail. In India, Bangalore occupies a unique position in the startup world, and Hyderabad is fast emerging as one of the promising startup hubs in the country. Given this background, we set out to explore and examine the structure, evolution, and growth of ecosystems for technology startups in the context of Bangalore and Hyderabad. Both the ecosystems emerged due to the initial foundation laid in the form of government{\textendash}industry{\textendash}academia triple helix and their interactions leading to the emergence of a modern industrial cluster followed by an information technology and biotechnology cluster, which then led to R\&D cluster serving both the cities. These three clusters together, gradually and steadily, facilitated an entrepreneurial ecosystem for technology startups to emerge. The ecosystem operates within the triple helix model and has a nucleus with two outer layers: i) an inner layer of primary (indispensable) factors and ii) an outer layer of supplementary (secondary) factors. Through the analysis of the experiences of Bangalore and Hyderabad and their ecosystem evolution, its structure, and components, we derive key lessons for others within and beyond India. },
	keywords = {Bangalore, ecosystems, entrepreneurship, Hyderabad, India, startups, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1090},
	url = {http://timreview.ca/article/1090},
	author = {M H Bala Subrahmanya}
}
@article {1076,
	title = {Digital Technology Entrepreneurship: A Definition and Research Agenda},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {05/2017},
	pages = {44-51},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology entrepreneurship is an established concept in academia. However, recent developments in the context of digital entrepreneurship call for revision and advancement. The multiple possible combinations of technology and entrepreneurship have resulted in a diversity of phenomena with significantly different characteristics and socio-economic impact. This article is focused on the identification and description of technology entrepreneurship in times of digitization. Based on current examples, we identify and describe characterizations of technology entrepreneurship, digital technology entrepreneurship, and digital entrepreneurship. With this new delineation of terms, we would like to foster discussion between researchers, entrepreneurs, and policy makers on the impact of digitization on entrepreneurship, and set a future research agenda.},
	keywords = {definitions, digital entrepreneurship, digital technology entrepreneurship, entrepreneurship, technology entrepreneurship, technology Innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1076},
	url = {http://timreview.ca/article/1076},
	author = {Ferran Giones and Alexander Brem}
}
@article {1086,
	title = {Editorial: 10th Anniversary Issue (July 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {ecosystems, entrepreneurship, inclusive innovation, India, knowledge commercialization, living labs, OSBR, TIM Review, topic modelling, universities, urban},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1086},
	url = {http://timreview.ca/article/1086},
	author = {Chris McPhee}
}
@article {1122,
	title = {Editorial: Collaboration (December 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {12/2017},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, collaborative capability, cooperation, coworking, education, entrepreneurial commitment, entrepreneurship, industry, interdisciplinarity, SMEs, startups, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1122},
	url = {http://timreview.ca/article/1122},
	author = {Chris McPhee}
}
@article {1079,
	title = {Editorial: Insights (June 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {06/2017},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {competitive intelligence, creativity, cybersecurity, entrepreneurship, internal communication management, Internet of Things, service design, training, university{\textendash}industry collaboration},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1079},
	url = {http://timreview.ca/article/1079},
	author = {Chris McPhee}
}
@article {1115,
	title = {Editorial: Insights (November 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {11/2017},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {academic publishing, business models, cities, collaboration, entrepreneurship, fourth industrial revolution, Industry 4.0, Internet of Things, IOT, living labs, open access, open data, Open innovation, social innovation, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1115},
	url = {http://timreview.ca/article/1115},
	author = {Chris McPhee}
}
@article {1071,
	title = {Editorial: Lean and Global (May 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {05/2017},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {born global, entrepreneurship, global, international new venture, internationalization, lean, startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1071},
	url = {http://timreview.ca/article/1071},
	author = {Chris McPhee and Stoyan Tanev}
}
@article {1091,
	title = {Q\&A. Are Universities Ready for Knowledge Commercialization?},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {63-68},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, entrepreneurship, knowledge, research, technology transfer, universities},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1091},
	url = {http://timreview.ca/article/1091},
	author = {Mohammad Saud Khan}
}
@article {1087,
	title = {Reflecting on 10 Years of the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {5-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world {\textendash} 31\% from Asia, 30\% from the Americas, 26\% from Europe, 8\% from Africa, and 5\% from Oceania {\textendash} with over 25,000 readers now accessing the site each month. },
	keywords = {business, entrepreneurship, innovation, journal, management, open source, OSBR, research, scientometric analyses, technology, TIM Review, topic, topic modelling},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1087},
	url = {http://timreview.ca/article/1087},
	author = {Chris McPhee and Teemu Santonen and Ahmed Shah and Ali Nazari}
}
@article {1095,
	title = {A Structured Approach to Academic Technology Transfer: Lessons Learned from imec{\textquoteright}s 101 Programme},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {5-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we describe imec{\textquoteright}s 101 Programme for academic technology transfer and explain how it supports researchers by following a structured process in a limited amount of time and by carefully involving different stakeholders and people with relevant skills and expertise. The programme combines insights in terms of processes and of team composition from the entrepreneurship literature and puts them into practice in an internal incubation programme that is generated from the bottom-up. Based on hands-on experiences and interviews with key stakeholders in the process, we evaluate the programme and distill lessons learned. The article highlights the importance of a structured technology transfer process in the early stages of opportunity discovery and entrepreneurial action, and it offers insights on team formation for academic spin-offs.},
	keywords = {academic spin-off, entrepreneurial action, entrepreneurship, incubation, research valorization, technology transfer},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1095},
	url = {http://timreview.ca/article/1095},
	author = {Dimitri Schuurman and Stan De Vocht and Sven De Cleyn and Aron-Levi Herregodts}
}
@article {1082,
	title = {Using Artificial Intelligence and Web Media Data to Evaluate the Growth Potential of Companies in Emerging Industry Sectors},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {06/2017},
	pages = {25-37},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we describe our efforts to adapt and validate a web search and analytics tool {\textendash} the Gnowit Cognitive Insight Engine {\textendash} to evaluate the growth and competitive potential of new technology startups and existing firms in the newly emerging precision medicine sector. The results are based on two different search ontologies and two different samples of firms. The first sample includes established drug companies operating in the precision medicine field and was used to estimate the relationship between the firms{\textquoteright} innovativeness and the extent of online discussions focusing on their potential growth. The second sample includes new technology firms in the same sector. The firms in the second sample were used as test cases to determine whether their growth-related web search scores would relate to the degree of their innovativeness. The second part of the study applied the same methodology to the real-time monitoring of the firms{\textquoteright} competitive actions. In our findings, we see that our methodology reveals a moderate degree of correlation between the Insight Engine{\textquoteright}s algorithmically computed relevance scores and independent measures of innovation potential. The existence of such correlations invites future work in attempting to analyze company growth potential using techniques founded in web content scraping, natural language processing, and machine learning.},
	keywords = {analytics, artificial intelligence, business intelligence, entrepreneurship, online textual data, precision medicine sector, startup growth potential},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1082},
	url = {http://timreview.ca/article/1082},
	author = {Andrew Droll and Shahzad Khan and Ehsanullah Ekhlas and Stoyan Tanev}
}
@article {1116,
	title = {Value Propositions for the Internet of Things: Guidance for Entrepreneurs Selling to Enterprises},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {11/2017},
	pages = {5-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article provides entrepreneurs with guidance to help understand and express the specific and compelling value proposition for their Internet of Things (IoT) offer. IoT enables such a wide range of possible short- and long-term opportunities that IoT entrepreneurs may fall into the trap of considering IoT generally rather than positioning their offer to a buyer in a specific manner that helps win deals. The process of understanding and expressing a compelling value proposition will help the IoT entrepreneur focus their offer, understand who the real buyer is, and demonstrate tangible value to that buyer in a manner that is directed towards winning deals.},
	keywords = {entrepreneurship, guide, Internet of Things, offers, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1116},
	url = {http://timreview.ca/article/1116},
	author = {David Hudson}
}
@article {1026,
	title = {The Concept of the Entrepreneurial University Applied to Universities of Technology in Austria: Already Reality or a Vision of the Future?},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {10/2016},
	pages = {37-44},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The concept of the "entrepreneurial university" is now recognized as a major driver for self-development and innovation and as an appropriate response to succeeding in highly turbulent and unpredictable markets. This article outlines and evaluates the current implementation of this concept at the universities of technology (TU) in Austria. First, to evaluate the status quo, a review of existing programs and initiatives was undertaken at the three universities comprising the "TU Austria": TU Graz, TU Wien (Vienna), and MU Leoben. Second, a questionnaire was designed on the basis of the HEInnovate framework and sent to representatives of the three universities and resulted in responses from TU Graz and TU Wien. The results underscore that the model of the entrepreneurial university represents the next step of development in higher education. Moreover, it demonstrates that there is still room for improvement at the TU Austria, especially in terms of fostering an entrepreneurial spirit among students.},
	keywords = {entrepreneurial spirit, entrepreneurial university, entrepreneurship, HEInnovate framework, triple helix, TU Austria, TU Graz, TU Wien},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1026},
	url = {http://timreview.ca/article/1026},
	author = {Martin Sperrer and Christiana M{\"u}ller and Julia Soos}
}
@article {985,
	title = {Creating Brand India: Strategies, Issues, and Challenges},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {5-9},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Just like a product, person, or institution, a country also has an impression in the minds of people. A brand distinguishes the product of one seller from those of the others. With the Indian Prime Minister{\textquoteright}s recent call to "Make in India", brand building is receiving more attention and momentum in the country. India is the largest democratic country with the highest GDP, and it is becoming a favourable destination for the global investment giants. But, despite various strengths and successes in image building, the country faces challenges in creating a sustainable, conducive environment for making India a production hub of the world. Bureaucracy, corruption, delay in clearance of business proposals, ethical standards and work culture, tax reforms, political interventions, socio-economic barriers, regionalism, etc. are some of the challenges that must be coped with. This article examines these various issues and challenges that must be overcome in creating Brand India.},
	keywords = {Brand India, challenges, economic growth, entrepreneurship, government initiatives, innovation, Make in India},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/985},
	url = {http://timreview.ca/article/985},
	author = {Alok Chakrawal and Pratibha Goyal}
}
@article {994,
	title = {Developing a Startup and Innovation Ecosystem in Regional Australia},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {24-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology is enabling change at an ever increasing pace, not only in urban contexts, but also in regional centres, where the Internet in particular is enabling entrepreneurs to compete in the global marketplace despite the size and remoteness of their home cities or towns. In regional Australia, the challenges of high unemployment, fading traditional industries, a lack of economic diversity, and a "brain drain" of talent to urban centres highlight the need for novel economic development strategies. Innovation and entrepreneurship are highlighted as potential solutions, but both require knowledge and support to be successful. In this article, the author shares lessons learned as an entrepreneur and through the ongoing development of a self-sustaining startup and innovation ecosystem in the remote region of Cairns, Australia. The model described in this article is now being applied to other regions in Australia, where trained champions are driving the development of startup and innovation ecosystems adapted to regional needs.},
	keywords = {Australia, Cairns, ecosystems, entrepreneurship, incubation, innovation, mentorship, regional, startups, theSPACE},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/994},
	url = {http://timreview.ca/article/994},
	author = {Troy Haines}
}
@article {984,
	title = {Editorial: Entrepreneurial India (May 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Brand India, entrepreneurship, higher education institutions, India, intellectual property, Make in India, Open innovation, research, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/984},
	url = {http://timreview.ca/article/984},
	author = {Chris McPhee and Dharmesh Raval}
}
@article {991,
	title = {Editorial: Innovation and Entrepreneurship in Australia (June 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Australia, design-led innovation, ecosystem, entrepreneurship, hidden innovation, high-growth startups, innovation, innovation catalyst, ISPIM, job creation, National Innovation and Science Agenda, policy, regional innovation management, regions, strategic management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/991},
	url = {http://timreview.ca/article/991},
	author = {Chris McPhee}
}
@article {1022,
	title = {Editorial: Insights (October 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {10/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {boundary objects, ecosystems, entrepreneurial university, entrepreneurship, growth ambitions, innovation, knowledge integration, startups, strategy, tacit knowledge, teaching},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1022},
	url = {http://timreview.ca/article/1022},
	author = {Chris McPhee}
}
@article {976,
	title = {Editorial: Managing Innovation (April 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {creativity, cybersecurity, entrepreneurship, frugal innovation, innovation, managing innovation, national culture, Open innovation, projects, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/976},
	url = {http://timreview.ca/article/976},
	author = {Chris McPhee}
}
@article {995,
	title = {Employment Dynamics of Australian Entrepreneurship: A Management Perspective},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {33-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article attempts to draw together the literature on high-growth firms and management capability using Australian Government data from the Expanded Analytical Business Longitudinal Database. We tracked cohorts of new micro-sized firms (startups) over five years from birth. Compared with startups that had a low employment growth trajectory, medium- and high-growth micro-startups exhibited higher financial performance, higher innovation activity, and a greater propensity to seek external (debt or equity) finance. From a management perspective, medium- and high-growth startups were also significantly more likely to monitor and assess their performance across a wider range of performance indicators. High-growth micro-startups exhibited significantly higher operational process and organizational/managerial innovation, a higher likelihood of foreign ownership, and a greater demand for equity finance than medium-growth micro-startups. This data is consistent with other evidence that suggests that sustained high growth comes from superior strategic management and may suggest an ongoing role for government policy in building firm management capability in order to foster employment growth. },
	keywords = {Australia, creative destruction, employment, entrepreneurship, high growth, innovation, management, productivity, startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/995},
	url = {http://timreview.ca/article/995},
	author = {Luke Hendrickson and Stan Bucifal and Antonio Balaguer and David Hansell}
}
@article {992,
	title = {Innovation Rhetoric and Reality: An Introduction to the TIM Review{\textquoteright}s Special Issue on Innovation and Entrepreneurship in Australia},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this introduction to the Technology Innovation Management Review{\textquoteright}s special issue on Innovation and Entrepreneurship in Australia, Guest Editor Rowena Barrett reflects on the perceptions of "innovation", both in terms of its evolving concepts and terminology (the rhetoric) and its frontline application (the reality). Prompted by the recent launch and ongoing implementation of Australia Government{\textquoteright}s National Innovation and Science Agenda{\textquoteright}s, this special issue focuses on insights into innovation and entrepreneurship from the Australian context.},
	keywords = {Australia, entrepreneurship, innovation, National Innovation and Science Agenda},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/992},
	url = {http://timreview.ca/article/992},
	author = {Rowena Barrett}
}
@article {986,
	title = {Supporting Research-Inspired Entrepreneurial Activities in India},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {14-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Nations built on innovation, entrepreneurship, and production are able to dominate the world economy. However, risk taking has traditionally been discouraged in developing nations. The uncertainty and financial insecurity associated with entrepreneurial activities are the greatest barriers that budding entrepreneurs need to overcome in order to transition into successful entrepreneurs. This challenge needs substantial effort and steady support from society. Easy access to information, mentorship, and a network of venture capitalists and angel investors also play critical roles in promoting entrepreneurial activities. To this end, the Government of India recently launched a nationwide campaign to promote entrepreneurial activities across the country.  Some of the recently emerging trends indicate that scientific and technological innovators from India are now willing to be a part of the global entrepreneurial revolution. Research-inspired entrepreneurial initiatives are expected to play a key role in facilitating India{\textquoteright}s economic growth in the coming years. This article focuses on the initiatives undertaken by the Indian Government and by various academic institutes to facilitate entrepreneurial activities across the country. },
	keywords = {business, economy, entrepreneurship, financial risk, research-inspired entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/986},
	url = {http://timreview.ca/article/986},
	author = {Nikhil A. Gokhale}
}
@article {989,
	title = {TIM Lecture Series {\textendash} An Introduction to Intellectual Property for Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {27-29},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, CIPO, copyright, entrepreneurship, industrial design, intellectual property, patents, startups, trade secrets, trademarks},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/989},
	url = {http://timreview.ca/article/989},
	author = {Elizabeth Collinson}
}
@article {981,
	title = {TIM Lecture Series {\textendash} Startup Life: Lessons Learned in Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {41-42},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship, lessons, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/981},
	url = {http://timreview.ca/article/981},
	author = {Andrea Baptiste}
}
@article {980,
	title = {Weighing the Pros and Cons of Engaging in Open Innovation},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {34-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The positive aspects of open innovation projects are widely discussed in innovation management research and practice by means of case studies and best practices. However, enterprises, particularly small and medium-sized enterprises (SMEs) also face miscellaneous challenges in open innovation practice, leading to uncertainty and even renunciation of open innovation project participation. Thus, it is essential for SMEs to find the right balance between possible positive effects and negative consequences {\textendash} the latter being the less studied {\textquotedblleft}dark sides{\textquotedblright} of open innovation. However, appropriate methods of finding this balance are still lacking. In this article, we discuss the assessment of open innovation project participation by presenting a weighing and decision process framework as a conceivable solution approach. The framework includes an internal, external, and integrated analysis as well as a recommendation and decision phase. Piece by piece, we investigate the current situation and the innovation goals of the enterprise as an initial point for a decision for or against engaging in open innovation. Furthermore, we discuss the development of a software tool that automatically applies this framework and allows self-assessment by SMEs.},
	keywords = {benefits, entrepreneurship, Open innovation, open innovation participation, risks, self-assessment tool, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/980},
	url = {http://timreview.ca/article/980},
	author = {Andr{\'e} Ullrich and Gergana Vladova}
}
@article {924,
	title = {Editorial: Insights (September 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {09/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {cognitive computing, collaborative design, competence, competence-based view, coordination, entrepreneurial marketing, entrepreneurship, IBM Watson, innovation activities, living labs, Open innovation, opportunity identification, user adoption},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/924},
	url = {http://timreview.ca/article/924},
	author = {Chris McPhee}
}
@article {940,
	title = {Reflecting on 100 Issues of the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {5-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {First launched in 2007, the Technology Innovation Management Review has now reached the milestone of 100 issues. This article looks back over these first 100 issues, the themes they covered, trends in authorship and readership, and future opportunities and challenges for the journal.},
	keywords = {business, entrepreneurship, innovation, journal, management, Open Source Business Resource, OSBR, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/940},
	url = {http://timreview.ca/article/940},
	author = {Chris McPhee}
}
@article {906,
	title = {TIM Lecture Series {\textendash} Three Collaborations Enabling Cybersecurity},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {06/2015},
	pages = {45-48},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {book launch, collaboration, cybersecurity, entrepreneurship, NSA, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/906},
	url = {http://timreview.ca/article/906},
	author = {Deborah Frincke and Dan Craigen and Ned Nadima and Arthur Low and Michael Thomas}
}
@article {772,
	title = {3D Printing: A Revolutionary Advance  for the Field of Urology?},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {03/2014},
	pages = {19-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Over the past decade, 3D printing has garnered considerable attention due to its broad applications, its ease of customization, and its increasing affordability. What began as the straightforward replication of simple objects has now progressed into a sophisticated industry for the fabrication of detailed products, which stands to threaten conventional forms of manufacturing and change the face of consumerism. More recently, the technology has found a footing within the medical field with the promise of applying 3D printing for the process of organ generation. With the reality of an aging population, the need for replacement organs globally will increase proportionately, while the number of donors remains static. In the field of urology specifically, the need for organ transplants is ever increasing as the number of patients in renal failure continues to rise. This article reviews the development of biological 3D printing, or biofabrication, within the field of urology and examines both the pros and the cons of this emerging technology. The cost implications of this technology for healthcare facilities are considered, as well as the entrepreneurial opportunities that arise from the emergence and evolution of 3D printing.},
	keywords = {3D printing, biofabrication, biological 3D printing, bioprinting, entrepreneurship, nephrology, organ transplants, renal failure},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/772},
	url = {http://timreview.ca/article/772},
	author = {Rebecca Neu}
}
@article {756,
	title = {The Business of Open Source Software: A Primer},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {01/2014},
	pages = {4-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article is meant as a primer for those interested in gaining a basic understanding of the business of open source software. Thus, we cover four main areas: i) what motivates businesses to get involved in open source; ii) common open source licenses and how they relate to community and corporate interests; iii) issues regarding the monetization of an open source program; and iv) open source business models currently employed. This article is particularly suitable for people who want a general understanding of the business of open source software; people who want to understand the significant issues regarding an open source program{\textquoteright}s potential to generate income; and entrepreneurs who want to create a company around open source code.},
	keywords = {business source, dual licensing, entrepreneurship, open, open core, open source business models, open source licenses, open source software development},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/756},
	url = {http://timreview.ca/article/756},
	author = {Michael (Monty) Widenius and Linus Nyman}
}
@article {757,
	title = {The Businesses of Open Data and Open Source: Some Key Similarities and Differences},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {01/2014},
	pages = {12-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business models, entrepreneurship, licensing, open data, open source},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/757},
	url = {http://timreview.ca/article/757},
	author = {Juho Lindman and Linus Nyman}
}
@article {827,
	title = {Developing a Social Network as a Means of Obtaining Entrepreneurial Knowledge Needed for Internationalization},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {11-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {An internationalization process for startups is based on the exchange of knowledge and other resources required for early internationalization and fast growth, and it requires ventures to identify opportunities, conduct business, and gain a competitive advantage in a foreign market. But, how do entrepreneurs obtain the knowledge required for internationalization? Previous research suggests a role for the utilization of social networks, leading managers to ask three basic questions: i) what kinds of knowledge-based resources are urgently needed by international new ventures?, ii) how do needs for knowledge change according to different stages in the internationalization process?, and iii) how can changing needs for knowledge be met by developing and leveraging a social network? In this article, we review the related literature, discuss potential answers to these basic questions, and we suggest how a dynamic process can guide new ventures to acquire knowledge for developing resources and conducting business toward internationalization.},
	keywords = {business relationships, entrepreneurship, internationalization, knowledge acquisition, social networks},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/827},
	url = {http://timreview.ca/article/827},
	author = {Chen Han and Adeleye Afolabi}
}
@article {854,
	title = {Does Social Innovation Require Social Entrepreneurship?},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {12/2014},
	pages = {17-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Social innovation is now considered an important element in the search for solutions to pressing social problems. Inspired by Schumpeter{\textquoteright}s conceptualization of innovation, "social" entrepreneurship is thought to contribute to "social" innovation in more or less the same way that "normal" entrepreneurship consists of the introduction of "normal" innovations. In the literature as well as in practice, the definition of concepts such as social innovation and social entrepreneurship has led to considerable confusion. We aim to bring clarity to the debate, arguing that every entrepreneurial action results in some measure of intended or unintended social innovation, regardless of whether the entrepreneurs in question are considered or consider themselves "social" or not. We test our insights in an investigation of 20 social enterprises that have a commercial business model.},
	keywords = {entrepreneurship, institutional change, Schumpeter, social change, social entrepreneurship, social innovation, sustainability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/854},
	url = {http://timreview.ca/article/854},
	author = {Asceline Groot and Ben Dankbaar}
}
@article {769,
	title = {Editorial: Emerging Technologies (March 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {03/2014},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, big data analytics, BYOD, crowdsourcing, emerging technology, entrepreneurship, innovation, IT consumerization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/769},
	url = {http://timreview.ca/article/769},
	author = {Chris McPhee and David Hudson}
}
@article {852,
	title = {Editorial: Innovation and Entrepreneurship (December 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {12/2014},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, business models, commercialization, disruption, entrepreneurship, innovation, innovation capacity, innovation culture, patents, social entrepreneurship, social innovation, spinoffs, university technology transfer, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/852},
	url = {http://timreview.ca/article/852},
	author = {Chris McPhee}
}
@article {816,
	title = {Editorial: Innovation and Entrepreneurship in India (August 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {education, entrepreneurship, government support, India, innovation, knowledge systems, policy, service innovation, stakeholders, startups, uncertainty, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/816},
	url = {http://timreview.ca/article/816},
	author = {Chris McPhee and Kalyan Kumar Guin}
}
@article {806,
	title = {Editorial: Insights (July 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {ambidexterity, business ecosystems, business models, entrepreneurship, improvisation, innovation, Internet of Things, knowledge-intensive business services, platforms, public good, publicly funded research, standards, strategy, value co-creation, value design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/806},
	url = {http://timreview.ca/article/806},
	author = {Chris McPhee}
}
@article {825,
	title = {Editorial: Insights (September 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {born global, crowdsourcing, entrepreneurship, innovation, internationalization, patent citations, patent evaluation, social networks, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/825},
	url = {http://timreview.ca/article/825},
	author = {Chris McPhee}
}
@article {798,
	title = {Editorial: Opportunities and Capabilities (June 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {capabilities, entrepreneurship, innovation, IT capabilities, IT function, mobile services, opportunities, organizational legitimacy, patent citations, patent value, professional services, service innovation, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/798},
	url = {http://timreview.ca/article/798},
	author = {Chris McPhee}
}
@article {762,
	title = {Editorial: Seeking Solutions (February 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, employee entrepreneurship, entrepreneurial orientation, entrepreneurship, innovation, local open innovation, Open innovation, Seeking Solutions, technology adoption, value creation, virtual proximity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/762},
	url = {http://timreview.ca/article/762},
	author = {Chris McPhee}
}
@article {817,
	title = {Entrepreneurship Education in India: A Critical Assessment and a Proposed Framework},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Entrepreneurship education is considered as one of the most influential forces that determine the health of the economy. Hence, ignoring controversies on whether entrepreneurship can be taught, the majority of the top business schools in India offer entrepreneurship education with tailored elective courses to inculcate a wide range of skills encompassing a multi-disciplinary approach among mature management students. However, considering the basic synergies of core management subjects such as marketing and entrepreneurship, both of which provide an opportunity to develop unique solutions to satisfy customer needs, the study of entrepreneurial aspects as a prerequisite for management education and research seems indispensable when specifically catering to the growing entrepreneurial intent in developing economies. This approach necessitates a compulsory initiation of entrepreneurship courses early in the curricula of contemporary business schools. In this context, the present article aims to qualitatively review the current entrepreneurship education regime in India to propose an effective ecosystem for integrating and promoting entrepreneurship education as fundamental to mainstream business education in India.},
	keywords = {entrepreneurship, India, management education, marketing, qualitative research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/817},
	url = {http://timreview.ca/article/817},
	author = {Rituparna Basu}
}
@article {763,
	title = {Generative Innovation Practices, Customer Creativity, and the Adoption of New Technology Products},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {We offer a critical reflection on one of the key reasons for the startlingly low success rate of innovation initiatives worldwide {\textendash} the fact that the interactive environment surrounding the customer is a critical part of the adoption process; it can and should be designed in a way that enables customer creativity, and thus adoption. In this article, we embrace a definition of innovation as {\textquotedblleft}the adoption of a new practice by a community{\textquotedblright} where the innovator is the one who does not only sense and move into new opportunities but also mobilizes all the necessary resources needed by customers to adopt a new practice. The emphasis on adoption merges together innovation and entrepreneurship by shifting the focus from the inventor and the designer, through the entrepreneur, to the ultimate recipient of the innovative outcomes. Looking at customers as co-creators is critically important for technological product adoption; missing the chance to enable their creativity is equivalent to missing the opportunity of seeing them for who they really are. The result is a distorted vision that is ultimately rooted in the misconception of the dynamics of customer value. We particularly emphasize two points: i) the increasing degree of complexity of everyday technological products requires a higher degree of creativity by customers to adopt; and ii) customer creativity is not only a function of user-technology interaction, it is a function of the various actors in the interactive environment surrounding the customer such as other customers, other technologies, local distributors, customer/technical support providers, and competitors. },
	keywords = {co-creation, customer creativity, customer value, entrepreneurship, innovation, technology adoption},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/763},
	url = {http://timreview.ca/article/763},
	author = {Stoyan Tanev and Marianne Harbo Frederiksen}
}
@article {818,
	title = {The Government of India{\textquoteright}s Role in Promoting Innovation through Policy Initiatives for Entrepreneurship Development},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {11-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In spite of having a large publicly funded science and technology infrastructure and a sizeable education base, India has not been able to realize its innovative potential due to a fragmented innovation ecosystem. The government of India has taken many initiatives towards strengthening the innovation ecosystem, the most important of which are: i) the establishment of the National Innovation Council, whose mandate is to coordinate various innovation-related activities, and ii) the new Science, Technology and Innovation Policy 2013, which is intended to promote entrepreneurship and science-led solutions for sustainable and inclusive growth. With a focus on this new policy initiative, this article describes the current innovation ecosystem and the challenges it faces, and it discusses the efforts made by the government towards the promotion of innovation for entrepreneurship development and sustainable growth. With the implementation of this new policy the early indications are that India is poised to take a big leap towards innovation-led growth.},
	keywords = {economic growth, entrepreneurship, government, India, innovation, innovation ecosystem, policy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/818},
	url = {http://timreview.ca/article/818},
	author = {Ravindra Abhyankar}
}
@article {809,
	title = {Improvising Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {22-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Improvisation is reviewed in the context of mainstream routines that modern startups use to adapt to changing environments. The increasing interest in flexible methodologies such as lean startup is one indication that organizations need to consider alternatives when the rate of change exceeds the ability to plan for it. Empirical studies indicate that improvisation is an important, yet understudied part of organizational life in new ventures. It is argued that entrepreneurs improvise not just out of necessity, but because they have chosen an occupation that is congruent with the practice and likely have a disposition towards the behaviour. Lessons from contexts in jazz and theatre are provided for entrepreneurs, and it is recommended that evidence of past success with improvisation be used to select candidates for improvisational work.},
	keywords = {adaptation, agile development, bricolage, effectuation, entrepreneurship, improvisation, improvised behaviour, lean startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/809},
	url = {http://timreview.ca/article/809},
	author = {Tom Duxbury}
}
@article {800,
	title = {Mobile Convergence and Entrepreneurial Opportunities for Innovative Products and Services},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {14-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Our research on 2012 and 2013 Canadian wireless service pricing indicates that data was underpriced relative to traditional voice and text messaging services. Such a situation, while potentially disadvantaging consumers of traditional mobile services, created a market that favoured competitors pursuing innovative uses of mobile data. Although more competitive pressures in the telecommunications market would provide broader benefits to Canadian consumers and facilitate greater innovation in related services, a favorable pricing differential vis-{\`a}-vis data transmission provides useful incentives. Even with recent changes to the pricing of mobile services in Canada, we should expect continued development of services that substitute data for voice and text messaging, particularly for international communications, as well as more innovative uses of mobile data.},
	keywords = {Canada, competition, entrepreneurship, innovation, mobile convergence, mobile services, wireless pricing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/800},
	url = {http://timreview.ca/article/800},
	author = {Jeff Moretz and Chirag Surti}
}
@article {822,
	title = {Q\&A. What is the Future of Entrepreneurship in India?},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {46-49},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {ecosystem, entrepreneurship, incubators, India, social entrepreneurship, support agencies},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/822},
	url = {http://timreview.ca/article/822},
	author = {Ritu Dubey}
}
@article {801,
	title = {Resolving Legitimacy Deficits in Technology Startups through Professional Services Practices},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {22-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {As new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the {\textquotedblleft}liability of newness{\textquotedblright}. },
	keywords = {entrepreneurship, impression of viability, legitimacy, new ventures, operational verification, organizational legitimacy, pragmatic legitimacy, pragmatic validation, professional services, technology startups, viability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/801},
	url = {http://timreview.ca/article/801},
	author = {Jay Payette}
}
@article {821,
	title = {Reviewing the Knowledge Systems of Innovation and the Associated Roles of Major Stakeholders in the Indian Context},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {36-45},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we review various models of knowledge systems and discusses the relationships between various component stakeholders of innovation, namely higher-education institutions, industry, and government. The article uses India as a case study to examine new challenges and opportunities facing its innovation ecosystem. Within this context, we review existing models of knowledge systems through an innovative representation exemplifying the knowledge landscape and the model positioning. We argue for a reinforcing role of major stakeholders in the proliferation of innovation and entrepreneurship, and the need to promote healthy interactions between them.},
	keywords = {entrepreneurship, government, higher-education institutions, industry, innovation ecosystem, innovation system, knowledge systems, models, stakeholders, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/821},
	url = {http://timreview.ca/article/821},
	author = {Punit Saurabh and Prabha Bhola and Kalyan Kumar Guin}
}
@article {819,
	title = {The Role of Managers as Agents in Successful Service Innovations: Evidence from India},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {18-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The article is based on a three-year study of 70 business executives belonging to 20 large organizations operating in India to identify the kind of interventions used by agents (managers) to make service innovations successful. For the purpose of analysis, the subject organizations were classified into highly successful, successful, and unsuccessful organizations on the basis of their growth rate, and their practices were analyzed to identify the role of agents in those processes or related decisions. The article also compares the practices followed by organizations based in India with global organizations operating in India to understand the contextual issues of service innovations.},
	keywords = {agents, entrepreneurship, global organizations, India, intrapreneurship, managers, service innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/819},
	url = {http://timreview.ca/article/819},
	author = {Shiv S. Tripathi}
}
@article {759,
	title = {TIM Lecture Series {\textendash} The Business of Open Source},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {01/2014},
	pages = {28-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {architecture, business models, community, engagement, entrepreneurship, licensing, open source software, patterns},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/759},
	url = {http://timreview.ca/article/759},
	author = {Michael Weiss}
}
@article {672,
	title = {Editorial: Open Innovation and Entrepreneurship (April 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {04/2013},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, entrepreneurial orientation, entrepreneurship, incubation, innovation, Open innovation, partnership, R\&D, regional innovation system, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/672},
	url = {http://timreview.ca/article/672},
	author = {Chris McPhee and Jean-Pierre Segers}
}
@article {736,
	title = {Q\&A. How Do You Program Innovative Thinking into Company Culture?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {44-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business strategy, company culture, entrepreneurship, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/736},
	url = {http://timreview.ca/article/736},
	author = {Tim Ragan}
}
@article {704,
	title = {Securing Canada{\textquoteright}s Information-Technology Infrastructure: Context, Principles, and Focus Areas of Cybersecurity Research},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {12-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article addresses the challenges of cybersecurity and ultimately the provision of a stable and resilient information-technology infrastructure for Canada and, more broadly, the world. We describe the context of current cybersecurity challenges by synthesizing key source material whose importance was informed by our own real-world experiences. Furthermore, we present a checklist of guiding principles to a unified response, complete with a set of action-oriented research topics that are linked to known operational limitations. The focus areas are used to drive the formulation of a unified and relevant research and experimental development program, thereby moving us towards a stable and resilient cyberinfrastructure. When cybersecurity is viewed as an inherently interdisciplinary problem of societal concern, we expect that fundamentally new research perspectives will emerge in direct response to domain-specific protection requirements for information-technology infrastructure. Purely technical responses to cybersecurity challenges will be inadequate because human factors are an inherent aspect of the problem.

This article will interest managers and entrepreneurs. Senior management teams can assess new technical developments and product releases to fortify their current security solutions, while entrepreneurs can harness new opportunities to commercialize novel technology to solve a high-impact cybersecurity problem..},
	keywords = {Canada, cyberdefence, cyberinfrastructure, cybersecurity, entrepreneurship, experimental development program, information-technology infrastructure, management, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/704},
	url = {http://timreview.ca/article/704},
	author = {Dan Craigen and D{\textquoteright}Arcy Walsh and David Whyte}
}
@article {686,
	title = {TIM Lecture Series {\textendash} Enhancing Competitive Position Through Innovation Beyond R\&D},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {05/2013},
	pages = {34-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, commercialization, competition, culture, entrepreneurship, globalization, innovation, managing innovation, metrics},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/686},
	url = {http://timreview.ca/article/686},
	author = {Sorin Cohn}
}
@article {707,
	title = {TIM Lecture Series {\textendash} Green Business Models to Change the World: How Can Entrepreneurs Ride the Sustainability Wave?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {53-57},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business models, eco-efficiency, entrepreneurship, green innovation, sustainability, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/707},
	url = {http://timreview.ca/article/707},
	author = {Mika Westerlund}
}
@article {524,
	title = {Chinese Entrepreneurs Go Global},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {28-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {China may be on the tipping point of explosive global growth. In response to changes in the global economy and an economic slowdown domestically, hundreds of thousands of Chinese SMEs are being encouraged to {\textquotedblleft}go global{\textquotedblright} by their central and local governments. To a Chinese company, going global requires the expansion of its existing business in other countries or the development of new ventures with partners operating in other countries. Explosive growth in China may be possible, but it will depend on an appropriate strategy for going global. 

For a country that has firmly established itself as an international manufacturing hub, going global requires a shift in its entrepreneurial capacity, which is the focus of this article. We first assess the current situation in China to understand its current entrepreneurial focus and capacity, as well as the impetus for change. Next, we contrast the Kirznerian and Schumpeterian views of entrepreneurship to illustrate that {\textendash} to go global {\textendash} Chinese entrepreneurs must shift from an emphasis on exploiting pricing inefficiencies (i.e., Kirznerian entrepreneurship) to an emphasis on innovation (i.e., Schumpeterian entrepreneurship). Finally, we examine unique characteristics of the business environment and culture in China, which are likely to impact the ability of Chinese entrepreneurs to go global. 
},
	keywords = {China, entrepreneurship, familism, go global, guanxi, Kirzner, Schumpeter},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/524},
	url = {http://timreview.ca/article/524},
	author = {Daniel Zhou}
}
@article {594,
	title = {Creativity: Linking Theory and Practice for Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {10-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, creativity research is brought into focus for those involved in the practice of entrepreneurship. The author provides a background on creativity research, how it is defined, and systems models that attempt to explain it. The author distinguishes between creative and innovative activities, and provides advice to entrepreneurs to help realize the creative potential of their organizations. The author reinforces the view that entrepreneurs create new value by investing in ideas, and specific recommendations are made for creating supportive structures, building teams of creative individuals, and successfully championing ideas to acquire the resources they need to produce innovations. },
	keywords = {commercialization, creativity, entrepreneurship, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/594},
	url = {http://timreview.ca/article/594},
	author = {Tom Duxbury}
}
@article {613,
	title = {Editorial: Born Global (October 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {3-4},
	publisher = {Talent FIrst Network},
	address = {Ottawa},
	keywords = {born global, entrepreneurs, entrepreneurship, export, globalization, internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/613},
	url = {http://timreview.ca/article/613},
	author = {Chris McPhee and Tony Bailetti}
}
@article {592,
	title = {Editorial: Entrepreneurship in the 21st Century (August 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship, innovation, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/592},
	url = {http://timreview.ca/article/592},
	author = {Chris McPhee}
}
@article {519,
	title = {Editorial: Technology Entrepreneurship (February 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneur, entrepreneurship, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/519},
	url = {http://timreview.ca/article/519},
	author = {Chris McPhee and Tony Bailetti}
}
@article {521,
	title = {Entrepreneurial Effort in the Theory of the Firm},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {13-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article develops a link between the theory of the firm and entrepreneurship theory to enable the study of employee entrepreneurial behaviour. First, we describe how incomplete contracts permit employee entrepreneurial effort in the theory of the firm. Next, we argue that emancipation offers an explanation for entrepreneurial effort that is not motivated by financial gain. Finally, we show how new technology creates conditions where the boundary of the firm may change and where entrepreneurial effort by employees may occur.},
	keywords = {emancipation, employee, entrepreneurship, technology, theory of the firm},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/521},
	url = {http://timreview.ca/article/521},
	author = {David Hudson}
}
@article {562,
	title = {From Business Administration to Business Creation: The Case of the Kalevala Global Business Creation School},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {6-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Are there any businesses left to administer? The question is of course rhetorical and aimed at underscoring how several societies are more severely in need of creators of new businesses than managers of established ones. And yet, nearly all universities only produce masters of business administration, at best. Apart from theoretical research about business creation, and the education of masters of such research, universities are generally not equipped to produce knowledge for business creation or to produce masters of business creation.

This conceptual article calls for a new, complementary approach to research and education, around the theme of global business creation. Due to the limitations and restrictions related to the traditions and practices of the science of business administration, where the means justify the ends, a new exploratory field coined as the {\textquotedblleft}Art of Business Creation,{\textquotedblright} where the end justifies the means, is being explored for some inspiration.

For a concrete solution, the concept of a globally distributed, enterprise-centric, entrepreneurial-faculty-driven, open-innovation-based, and social-media-empowered university entity is depicted in this article. It is a new-generation private-public-partnership and {\textquotedblleft}Living Lab 2.0{\textquotedblright} referred to as Kalevala Global Business Creation School. The conceptualization draws from observations and action research during the Global Venture Lab Finland experiment at the University of Jyv{\"a}skyl{\"a} from 2007 to 2011.
},
	keywords = {business creation, business school, co-creation, entrepreneurship, knowledge investing, Open innovation, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/562},
	url = {http://timreview.ca/article/562},
	author = {Marko Sepp{\"a}}
}
@article {617,
	title = {Global Mindset: An Entrepreneur{\textquoteright}s Perspective on the Born-Global Approach},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {27-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The born-global approach calls for a startup to address the needs of a global market from inception. This approach provides an attractive alternative to the conventional staged approach to internationalization whereby a startup first operates in its home market and then enters one or more foreign markets sequentially. This article highlights the mindset change that an entrepreneur must make to move from the conventional staged approach to the born-global approach. The author of this article is an experienced entrepreneur and the article describes his own mindset change that occurred when enacting the born-global approach. The author uses his own experience and company as a case study to develop recommendations for other entrepreneurs who are evaluating the born-global approach to launch and grow a technology company. },
	keywords = {born global, economic development, entrepreneurship, globalization, internationalization, startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/617},
	url = {http://timreview.ca/article/617},
	author = {Robert Poole}
}
@article {536,
	title = {A Guide for Entrepreneurs Who Lead and Manage Change},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {03/2012},
	pages = {27-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {To grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management literature, a small field study, and years of experience supporting technology companies. It identifies and describes the top nine leadership actions (and their associated behavioural traits) that technology entrepreneurs who lead and manage change should carry out. },
	keywords = {change management, entrepreneurship, leadership},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/536},
	url = {http://timreview.ca/article/536},
	author = {Llynne Plante}
}
@article {510,
	title = {How Open Source Has Changed the Software Industry: Perspectives from Open Source Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {01/2012},
	pages = {5-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The emergence of F/LOSS (free/libre open source software) has triggered several changes in the software industry. F/LOSS has been cited as an archetypal form of open innovation; it consists of the convergence and collaboration of like-minded parties. An increasing number of software firms have taken upon this approach to link outsiders into their service development and product design. Also, software firms have been increasingly grounded their business models on user-centric and service-oriented operations.

This article describes a study that investigates these changes from the perspective of F/LOSS entrepreneurs. The findings are summarized into four issues that are critical in managing an F/LOSS business: i) dealing with organizational changes in the innovation process; ii) mastering user involvement; iii) successfully using resources; and iv) designing revenue models.},
	keywords = {entrepreneurship, narrative methodology, Open innovation, open source software, service-dominant logic},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/510},
	url = {http://timreview.ca/article/510},
	author = {Juho Lindman and Risto Rajala}
}
@article {633,
	title = {Managing Entrepreneurial Employees Who Bring Their Own IT to Work},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {12/2012},
	pages = {6-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Why do some employees invest their own time and money to acquire consumer information technology (IT) for use in the workplace as corporate IT? This behaviour occurs even when their firms already possess considerable IT resources. Moreover, IT governance policies typically oppose the use of unsanctioned IT within the firm. IT governance assumes that the only IT assets that are relevant to the firm are those that are owned by the firm. However, employees can create value for the firm by combining their personal IT assets with the firm{\textquoteright}s IT assets. Creating novel asset combinations is consistent with entrepreneurship but entrepreneurship theory does not address this type of voluntary employee entrepreneurship using personal IT assets. This article proposes a link between the theory of the firm and entrepreneurship theory to explain why employees act entrepreneurially. This link is significant because it advances the notion that employees of established firms can be entrepreneurial when they use their own consumer IT as corporate IT. This link is also significant because it suggests that managing employee entrepreneurship requires tolerance of value creation that is emergent and can occur within a firm. },
	keywords = {consumer IT, corporate IT, entrepreneurship, intrapreneur, theory of the firm, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/633},
	url = {http://timreview.ca/article/633},
	author = {David Hudson}
}
@article {522,
	title = {Organizational Ambidexterity: How Small Technology Firms Balance Innovation and Support},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {17-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Many technology entrepreneurs start their companies by focusing on an innovation that creates a market offer to attract their first customers. When the entrepreneur{\textquoteright}s firm makes its first sale, the dynamics of the organization change and the entrepreneur faces a new challenge: how can the firm concurrently develop new products and support existing customers? This problem is of great concern to entrepreneurs who own small technology firms and is the subject of this article. 
In this article, we first address the innovate-versus-support dilemma that small technology firms face early in their lifecycles. Next, we describe the paradigm of the ambidextrous organization. We conclude with a discussion of five mechanisms small firms can use to achieve balance in their quest to concurrently satisfy the need to innovate while fulfilling the demands of existing clients and products. 
},
	keywords = {ambidextrous organization, entrepreneurship, innovation, support},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/522},
	url = {http://timreview.ca/article/522},
	author = {John Schreuders and Alem Legesse}
}
@article {549,
	title = {The Role of Universities in Technology Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {35-40},
	abstract = {This article discusses the role that universities play in the process of technology entrepreneurship, where entrepreneurship is restricted to the process of launching and supporting small and medium-sized technology-based businesses. The article briefly discusses a few of the issues that influence a university{\textquoteright}s participation in the process of entrepreneurship. Although there is no {\textquotedblleft}one-size-fits-all{\textquotedblright} model, the article discusses various ways that Canadian universities may help entrepreneurs, including contract research, the provision of business parks, and sensible handling of intellectual property issues.    Finally, the article suggests that the return on {\textquotedblleft}investment{\textquotedblright}, for both the university and the province, is a difficult thing to measure {\textendash} nevertheless, participation in the entrepreneurship process may result in some tangible and intangible benefits for both parties.},
	keywords = {business parks, economic development, entrepreneurship, intellectual property, research, spinoffs, universities},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/549},
	url = {http://timreview.ca/article/549},
	author = {Jonathan Wells}
}
@article {520,
	title = {Technology Entrepreneurship: Overview, Definition, and Distinctive Aspects},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology entrepreneurship lies at the heart of many important debates, including those around launching and growing firms, regional economic development, selecting the appropriate stakeholders to take ideas to markets, and educating managers, engineers, and scientists. Unless a generally accepted definition of technology entrepreneurship is established, however, these debates lose their focus.

The purpose of this article is to identify the themes that dominate the technology entrepreneurship literature, provide a definition of technology entrepreneurship, and identify its distinguishing aspects relative to economics, entrepreneurship, and management. 

The author argues that technology entrepreneurship is an investment in a project that assembles and deploys specialized individuals and heterogeneous assets to create and capture value for the firm. What distinguishes technology entrepreneurship from other entrepreneurship types (e.g., social entrepreneurship, small business management, and self-employment) is the collaborative experimentation and production of new products, assets, and their attributes, which are intricately related to advances in scientific and technological knowledge and the firm{\textquoteright}s asset ownership rights. 
},
	keywords = {entrepreneurs, entrepreneurship, technology entrepreneurs, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/520},
	url = {http://timreview.ca/article/520},
	author = {Tony Bailetti}
}
@article {629,
	title = {TIM Lecture Series - 29 Lessons Learned in Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {46-48},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship, lessons learned, startups, strategy, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/629},
	url = {http://timreview.ca/article/629},
	author = {Wes Biggs}
}
@article {609,
	title = {TIM Lecture Series - Born Global: A Pharmaceutical Startup Perspective},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {09/2012},
	pages = {50-53},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {born global, entrepreneurship, globalization, internationalization, pharmaceutical},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/609},
	url = {http://timreview.ca/article/609},
	author = {Louis R. Lamontagne}
}
@article {619,
	title = {TIM Lecture Series - Growing a Global Company Anchored on Open Source Software},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {38-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {BigBlueButton, entrepreneurship, global company, licenses, open source, startup, web conferencing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/619},
	url = {http://timreview.ca/article/619},
	author = {Fred Dixon}
}
@article {615,
	title = {To Internationalize Rapidly from Inception: Crowdsource},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {17-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology entrepreneurs continuously search for tools to accelerate the internationalization of their startups. For the purpose of internationalizing rapidly from inception, we propose that technology startups use crowdsourcing to internalize the tacit knowledge embodied in members of a crowd distributed across various geographies.  For example, a technology startup can outsource to a large crowd the definition of a customer problem that occurs across various geographies, the development of the best solution to the problem, and the identification of attractive business expansion opportunities. 

In this article, we analyze how three small firms use crowdsourcing, discuss the benefits of crowdsourcing, and offer six recommendations to technology entrepreneurs interested in using crowdsourcing to rapidly internationalize their startups from inception.},
	keywords = {born global, crowdsourcing, entrepreneurship, globalization, internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/615},
	url = {http://timreview.ca/article/615},
	author = {Elnaz Heidari and Mohsen Akhavannia and Nirosh Kannangara}
}
@article {533,
	title = {Towards More Case Study Research in Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {03/2012},
	pages = {9-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Entrepreneurship as an emerging discipline has made good strides, but according to some, has fallen short of bringing its theory and literature up to the standards of others in the management sciences. Rich with the descriptive detail needed for insightful theory building in entrepreneurship, scholars have called for more case study research, particularly those incorporating non-retrospective and longitudinal observations. At the same time however, it has become rare to find such research published in A-level journals dedicated to entrepreneurship. A survey presented here of major entrepreneurship journals over the past six years revealed a publication rate of only 3\% using the case study method. This presents a major impediment for developing fresh research in this field based upon the study of real cases. The author explores how the case study method has been applied to entrepreneurship research and provides recommendations for improved publication rates. },
	keywords = {case study research, CSR, entrepreneurship, qualitative methods, research methods},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/533},
	url = {http://timreview.ca/article/533},
	author = {Tom Duxbury}
}
@article {546,
	title = {User Frustrations as Opportunities},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {17-20},
	abstract = {User frustrations are an excellent source of new product ideas. Starting with this observation, this article describes an approach that entrepreneurs can use to discover business opportunities. Opportunity discovery starts with a problem that the user has, but may not be able to articulate. User-centered design techniques can help elicit those latent needs. The entrepreneur should then try to understand how users are solving their problem today, before proposing a solution that draws on the unique skills and technical capabilities available to the entrepreneur. Finally, an in-depth understanding of the user allows the entrepreneur to hone in on the points of difference and resonance that are the foundation of a strong customer value proposition.},
	keywords = {entrepreneurship, opportunity development, user feedback, user frustrations, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/546},
	url = {http://timreview.ca/article/546},
	author = {Michael Weiss}
}
@article {616,
	title = {Using Social Media to Accelerate the Internationalization of Startups from Inception},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {22-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A set of principles, processes, and tools that entrepreneurs can use to rapidly internationalize their technology startups from inception does not exist. This article discusses entrepreneurs{\textquoteright} use of online social media networks to rapidly internationalize their startups from inception. The article was inspired by how the founders of Dewak S.A. rapidly internationalized their technology startup. Dewak was founded by five unemployed Colombians in June 2008. Two years later, foreign sales comprised 95\% of the firm{\textquoteright}s revenue and provided the founders with full-time employment. Dewak{\textquoteright}s only channel to market was via online social media networks. 

Recognizing that entrepreneurs can use social media to amplify their tacit knowledge and convert it into sellable products and services contributes to the development of a learning-based view of rapid internationalization from inception. The article provides entrepreneurs seeking to launch and grow global businesses with four recommendations that may save them time and money and increase the size of their addressable markets. },
	keywords = {born global, entrepreneurship, globalization, internationalization, rapid internationalization, social media, startups, tacit knowledge, technology startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/616},
	url = {http://timreview.ca/article/616},
	author = {Tony Maltby}
}
@article {614,
	title = {What Technology Startups Must Get Right to Globalize Early and Rapidly},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {5-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Upon or shortly after inception, growth-oriented technology startups must operate in a market that is global. Management teams and investors of technology startups can benefit from approaches and models that can help them operate in a global market early and rapidly. How well a technology startup addresses the realities of globalization will determine its success. A better understanding of what management teams and investors of technology startups must get right to globalize their startups is needed. This article is an attempt to meet this need. 

In this article, lessons that have been extracted from six literature streams and from information on 21 startups founded in 12 countries are used to identify the six elements that a startup must get right to globalize early and rapidly. These six elements are: i) Problem scope, ii) Stakeholders{\textquoteright} commitments, iii) Collaborative entrepreneurship, iv) Relational capital, v) Legitimacy, and vi) Global capability. The main contribution of this article is that it throws the spotlight on the need to develop prescriptive rules and practitioner-oriented models that can help a technology startup operate globally from an early stage. },
	keywords = {born global, effectuation logic, entrepreneurs, entrepreneurship, global startups, globalization, gradual internationalization, internalization, international new ventures, internationalization, multinational, rapid internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/614},
	url = {http://timreview.ca/article/614},
	author = {Tony Bailetti}
}
@article {494,
	title = {Editorial: Recent Research (November 2011)},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, entrepreneurship, innovation, open source, policy, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/494},
	url = {http://timreview.ca/article/494},
	author = {Chris McPhee}
}
@article {497,
	title = {Entrepreneurial Orientation and Company Performance: Can the Academic Literature Guide Managers?},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {20-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article comments on the management implications of the various approaches to measuring entrepreneurial orientation (EO), and it discusses the implications of a range of empirical findings for management decisions. On the whole, the argument is that academic research needs to increase its understanding of the differences in empirical results between different studies. To date, the research mostly spells a small number of useful warnings, for example that the positive impact of EO may level off or turn negative beyond a certain point and that it may not have the anticipated positive effect in all circumstances. However, the academic research has yet to identify these circumstances to a level of specificity that could provide useful guidance to managers. },
	keywords = {entrepreneurial orientation, entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/497},
	url = {http://timreview.ca/article/497},
	author = {R. Sandra Schillo}
}
@article {485,
	title = {Fostering Student Entrepreneurship and University Spinoff Companies},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {10/2011},
	pages = {7-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A student spinoff company strives to transform knowledge acquired by students into an income-generating business. This article outlines how a university can increase the number of spinoff companies created by its student entrepreneurs. 

Student spinoff companies are of interest to all forward-thinking universities, particularly those that support research and teaching programs in the field of entrepreneurship. The spinoff companies provide tangible evidence that students acquire viable entrepreneurial skills while studying at the university. In addition, student spinoff companies contribute to regional economic development, commercialize knowledge that otherwise would go undeveloped, help universities attain and expand their core missions, and increase the return on the investments in university R\&D. 

University policies developed specifically for student spinoff companies significantly affect the growth potential of such ventures. This article provides a model and a set of principles that universities can use to support and increase the number of student entrepreneurs at their institutions. The model and principles are grounded in research findings and practical experience. In addition, the article suggests that universities adopt a results-based management approach to plan and deploy initiatives to support student entrepreneurs. The approach is widely used by government agencies interested in increasing the outcomes from their investments. },
	keywords = {entrepreneurship, spinoff, student entrepreneur, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/485},
	url = {http://timreview.ca/article/485},
	author = {Tony Bailetti}
}
